Abstract
This paper critically analyses how event stakeholders perceived the governance of legacy at an edition of the Olympic Games. This discussion is based on case studies of the Sydney 2000 Olympic Games and the Vancouver 2010 Olympic and Paralympic Winter Games. The cases were built from archival materials and interview data, and analysed through content analysis. The findings illustrate how event stakeholders saw proper governance practices as essential for the provision of a positive and sustainable legacy and regularly associated it with the delivery of a successful event. In summary, accountability, participation, performance, and transparency could be used to promote ‘good’ governance practices for event legacy and act as a reassurance to both internal and external stakeholders that appropriate decision-making is being accomplished, at least in the cases examined in this research. However, it is important to understand that this approach is not a zero sum game and that decisions should balance the democratization of the governance process with the attainment of the governance system's legacy goals and objectives.
Published Version
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